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European Scientific Journal May edition vol. 8, No.9 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431

ENVIRONMENTAL MANAGEMENT ACCOUNTING PRACTICE

IN NIGERIA: NATIONAL PETROLEUM CORPORATION
(NNPC)

James O. Abiola
De Montfort University, Leicester Business School, UK

S.O. Ashamu
Lagos State University, Department of Accounting and Finance, Lagos, Nigeria

Abstract
There is an apparent lack of awareness and understanding of the magnitude of the environmental
costs generated by organizations, and many opportunities for cost savings through good
environmental management are thus lost. Conversely, conventional management accounting
practices do not provide adequate information for environmental management purposes in a world
where environmental concern as well as environment-related costs, revenues, and benefits are on
the rise. Using a case study of the Nigeria National Petroleum Corporation (NNPC) as an
Environmental sensitive sector, this study conducts an assessment of NNPC’s practice of
environmental management accounting (EMA) by investigating how the NNPC manages, account
for and report its environmental risk performance? The study design will be mainly survey
method, using questionnaires to collect data from managers in both the financial and
environmental disciplines within the branches and strategic business units of the NNPC with
specific case study of Abuja head office and branches in Port Harcourt and Lagos. The result of the
study shows that NNPC managers are aware of environmental Accounting practices and that it is
actively being used in practice. The findings of the study will further equip NNPC managers and
similar policy makers to understand how it accounts for, manages, and reports environmental cost

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information.

Keywords: Environmental Management Accounting, Physical Environmental Management

Accounting, Monetary Environmental Management Accounting, Environmental Impacts, Nigeria
National Petroleum Corporation, Environmental Reporting

Introduction:
Managers within organization are coming under increased pressure to not only reduce
costs, but also to minimize the environmental impacts on their operations. Unfortunately a
substantial impact on the environment has left Nigeria with an enormous economic, social, and
environmental legacy. This pressure is coming from a broad group of stakeholders, including
regulatory bodies, employees, customers, investors, non-government organization and finance
provider. This paper therefore assesses how Nigerian National Petroleum Corporation can modify
their existing accounting systems to make sure that environmental costing information is made
available, for improved financial and environmental performance.
Various stakeholders, such as business customers, investors, local communities and
government are applying pressure on organizations to improve and report environmental
performance. Secondly, as a result of the stakeholders‟ pressure, environmental costs are not
matching with its earning and benefits and becoming more important part of the organizational
decision making. Finally, there is an increasing recognition that conventional management
accounting practices often do not provide sufficient and accurate information for environmental
management and environmental-related cost management. Consequently, many organizations
significantly under-estimate both the cost and benefits of sound environmental management
(Savage and Jasch, 2005; Gale 2006)

A Review of relevant Literature

Companies and organizations are increasingly concluding that maximizing profits at any
cost is no longer the most beneficial way to operate their business or to maintain and improve their
competitive advantage (Welford, 1998). Environmental litigation have been developed in some
countries, and expectedly, a rising number and variety of stakeholders have been demanding

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greater responsibility for the environment in business conduct (Schaltegger, Burritt and Petersen
2003).
Lack of awareness, or due care, of the environment and the resultant damage are
increasingly altering stakeholders‟ opinions of companies and can lead to loss of business
(Welford, 1998). However, companies who do proactively demonstrate environmental concern,
and build environmental factors into their overall business strategy, can win favour with
stakeholders and attain several other benefits, such as improved image and competitiveness,
support from banks and insurance companies, new and strengthened business relationships and
supply chain involvement (Schaltegger, Burritt and Peterson 2003).
Long term, costs can be reduced as more efficient energy practices are implemented,
reductions are made in the use and waste of other resources and more efficient disposal and
removal of waste production is established, as discussed by Laitner (2002). Babakri, Bennett, Raos
and Franchetti (2004), provide further quantitative evidence of benefits of recycling practices
following EMS implementation such as savings from recycling product materials or packaging.
Some companies complain that it can be a long time before such benefits are delivered and
that in the short term there can be a substantial financial outlay in order for certain environmental
improvements to be established (Hamschmidt and Dyllick, 2001). Others accept that the benefits
far outweigh the costs (Babakri, Bennett, Raos and Franchetti 2004).
However, in several cases the balance of costs and benefits of undertaking environmental
improvements remains undetermined because companies have not recorded or analyzed this
information, and this can fuel the arguments of sceptics against spending on environmental
improvement (Hamschmidt and Dyllick, 2001). According to Babakri, Bennett, Raos and
Franchetti (2004), this can also be due to difficulties in being able to determine benefits, as
environmental management systems may not have been in place for a sufficient amount of time in
order to gather full sets of data. Therefore, it is not always readily possible to make a comparison.
Environmental management accounting is becoming increasingly important not only for
environmental management decisions, but for all types of routing management activities, such as
environmental reporting, cost allocation and control, performance evaluation (Burritt, 2004;
Bennet, Richardsson and Schaltegger, 2003; Jasch, 2006). Environmental management accounting
is broadly defined to be the identification, collection, analysis and the use of two types of
information for internal decision making:

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Physical information on the use, flow and destinies of energy, water, and materials
(including wastes) and;
Monetary information on environmental-related cost, earning and savings (UNDESA/DSD,
2002; IFAC, 2005; Jasch 2006).

Physical environmental management accounting (PEMA)

In order to assess cost correctly, an organization must collect not only monetary data, but
also non-monetary data on materials use, personnel hours, and other cost drivers. Environmental
management accounting places particular emphasis on the material-related cost drivers, because 1)
material purchase costs are a major cost driver in many organizations (Strobel, 2001) and 2) the
use of energy, water, and materials, as well as the generation of waste and emissions, is directly
related to many of the environmental impacts of organizations.
Physical environmental management accounting is information for internal management
decisions about corporate impacts. However, in contrast to monetary environmental management
accounting, it is focused on company‟s impacts on the natural environment and is expressed on
terms of physical units, such as tons of carbon dioxide emissions (Schaltegger and Burritt, 2000).
According to Jasch (2002) monetary environmental management accounting and physical
environmental accounting, include external environmental reporting (both financial and non-
financial) and application areas, such as environmental management systems, eco-design, cleaner
production and supply chain management. Jasch‟s (2002) view on environmental management is
based on the material flow approach, though she also refers to a more conventional management
accounting framework when she says that the most important role of environment is to make sure
that all relevant costs are considered when making business decisions, with “environmental” costs
being a subset of the wider cost universe that corporate decision- makers should take into account.
She then goes to argue that environmental management accounting should focus on material flows.
“Which means that EMA is no longer meant to assess the total „environmental‟ costs but to
develop a different look at the production costs that takes an organization‟s environmental effects
seriously”? Through this, EMA can be an attention-director to encourage managerial decision-
makers to take a different look at familiar processes in order to reflect new priorities. As an
internal environmental approach, PEMA has several functions (Schaltegger and Burritt, 2000):

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 As a tool with a close and complementary fit to the set of tools being developed to help
promote ecologically sustainable development
 As a decision-support technique concerned with highlight relative environmental quality
 As to a direct and indirect control of environmental consequences
 As an accountability tool providing a neutral and transparent base for internal and
indirectly, external communication
 As a measure tool that is an integral parts of environmental measures such as eco-
efficiency
 As a tool with a close and complementary fit to the set of tools being developed to help
promote ecologically sustainable development
 As an analytical tool designed to detect ecological strengths and weaknesses

Monetary Environmental Accounting (MEMA)

Monetary environmental accounting (MEMA) addresses the environmental aspects of
corporate activities expressed in the monetary units; it generates monetary information for internal
management use such as payment of fines for breaking environmental laws and investment in
capital projects that improve the environmental (Marinova, Annandale and Philmore, 2006). In
terms of its method, MEMA is more of an extension or adaption of conventional management
accounting to address the environmental aspects of corporate activities (Marinova, 2006).
This all-encompassing tool not only provides the basis for most internal management
decision but also addresses the issues of how to identify, track and treat costs and revenue incurred
as a result of the corporation‟s impact on the environment (Schaltegger and Burritt, 2000).
Monetary environmental management accounting contributes to strategic and operational planning,
acts as a control and accountability device and provides the main systematic source of information
for decisions about how to achieve desired corporate goals (Schaltegger and Burritt, 2000).
Bierma, Waterstraat and Ostrosky (2000) address the issue of life-cycle costing with a
particular emphasis on the supply and use of chemicals. They note that there are substantial
environmental-related costs associated with this, e.g. wastage in process and cost disposal.
However, those costs are often hidden by poor material tracking data and inaccurate overhead
allocations, and/or are not allocated to the budgets of those responsible for causing them. One
means of reducing costs is to replace a conventional hands-off supplier-customers relationship

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with one in which the supplier renders a chemical management service. Bierma, Waterstraat and
Ostrosky (2000) conclude that an important part of the success of the scheme was changes in
accounting systems to give better data on chemical usage and wastage in facilities.
A comprehensive picture of flow cost accounting according to the materials flow
approach above is provided by Strobel and Redmann (2002:67). The authors make it clear that
material flow accounting involves a new way of looking at an organization. Flow cost accounting
is a basic component of flow management which aims to combine economics benefits with
environmental benefits. The other two components are the flow model which shows the material
flow running through the organization and the flow organization that channels the flow. If the
materials flow approaches takes precedence over other forms of institutionalization. Present
organization structures will have to be changed on the basis of what could be called a flow-
oriented version of process engineering. In flow cost accounting, materials flow distinguishes
between the cost categories of materials, system and delivery and disposal. For these three cost
categories, the paper describes a systematic treatment of how quantities and cost are recorded and
used in order to manage the organization as a processor of materials flow.
Jasch (2006) gives a basic framework for assessing annual corporate environmental costs,
as well as material flow (including energy and water) and the costs. Based on the experience
gained from applying the UN DSD EMA framework in company workshops and case studies,
mainly in Austria, Jasch (2006) describes how to check for data consistency in different
information systems, such as the list of accounts, stock management, production planning and
process engineering. Common hurdles in obtaining data from different information systems are
described and solutions to improving consistency of data in an organization are suggested. She
gives a detailed example of assessment for a brewery in the Excel tool developed to assist in the
application of the United National Division for Sustainable Development (UN DSD) approach
(Jasch, 2006).
Research reveal that many conventional cost accounting most often allocate environmental
costs to general overhead accounts with the consequence that products and production managers
have no incentive to reduce environmental costs and top management is often not aware of the
extent of these costs (De beer and Friend, 2002; Gale, 2006b)

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Perceived limitation of many existing management cost accounting systems

It is generally acknowledge that majority of management and cost accounting systems in
place within organization pay little or no attention to attributing any form of environmental cost to
an organization‟s operations and as a result, many environmentally incurred costs are accumulated
in overhead accounts such as energy and water costs, waste treatment costs, stationery costs,
insurance from holding hazardous substances, or regulatory costs associated with particular
emissions or release (Deegan,2002).The capturing of these environmental costs in overhead
accounts, results in concealed or distorted information relating to environmental costs (United
Nation Division for Sustainable Development, 2001; Scavone, 2006; Gale, 2006b).
Research on environmental costs revealed that environmental costs are generally higher
than considered because costs are hidden in other accounts (Gale, 2006b; Deegan, 2002). The total
environmental costs were found to be at least twice as high according to EMA methodology as
compared to conventional accounting (Gale, 2006b).
According IFAC (2005), the following challenges exist in most organizations management
accounting systems:
 Inadequate links between accounting and other departments;
 Unintentional hiding of environmental-related costs information in overhead accounts;
 Inadequate tracking of information on material use, flows, and costs;
 Lack of some environmental-related information in the accounting records; and
 Investment decisions made on the basis of incomplete environmental-related information.
The largest part of environmental cost lies in the purchase value of non-product output (United
Nations Division for Sustainable Development, 2001). According to Deegan, (2002) wrongly
allocating costs in particular costing categories can also result in “hidden” costs in the costs in the
accounting system.

Research Design and Data Analysis

Selected questions from the questionnaires were considered while, others used as a back-up
in course of analyzing the findings, out of one hundred and fifteen “115” questionnaires
administered one hundred “100” was returned. Three NNPC branches were selected, NNPC
Abuja; NNPC Lagos.; and NNPC Port-Harcourt with 35, 45, and 35 questionnaires respectively.

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While, questionnaires returned are 35, 37 and 28 from NNPC Abuja; NNPC Lagos and NNPC
Port-Harcourt respectively.

Table 4.1. Summary of Questionnaires Distributed.

TABLE 4.1 QUESTIONNAIRES DISTRIBUTED TO VARIOUS COMPANIES

PERCEN. RAT E
COMPANIES QUEST.ADMIN. QUEST. RETUNED
OF QUEST. RETUNED
NNPC Abuja
35 35 35
NNPC Lagos
45 37 37
NNPC Port-Harcourt 35 28 28

TOTAL 115 100 100

The above Table 4.1 shows the questionnaires distributed to from NNPC Abuja; NNPC
Lagos and NNPC Port-Harcourt with 35, 45, and 35 questionnaires respectively while,
questionnaires returned are 35, 37 and 28 from NNPC Abuja; NNPC Lagos and NNPC Port-
Harcourt respectively. However, 100 questionnaires were collected out of 115 questionnaires
distributed, this means, selected locations know the impact of Assessment of Environmental
Management Accounting and the value of this research work.

Qualifications of Respondent
TABLE 4.6 RESPONDENTS'QUALIFICATIONS
Qualifications Respondents Percentage

Postgraduate Degree (Ph.D./M.Sc.) 3 3

High Diploma/1st Degree (HND,B.Sc.) 42 42

National Diplomal (ND) 55 55

Total 100 100

SOURCE: From Questionnaires

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In Table 4.6 above, discloses the minimum qualification of the respondents is National Diploma
that is; the respondents to these questionnaires are well educated. Therefore, the information
sourced is reliable and relevant.

Longevity of Service of Respondents

TABLE 4.4 Longevity of Service of Respondents

Year Frequency Percentage of Req.
<10 5 5
11<21 12 12
21<31 33 33
>31 50 50

Total 62 62
SOURCE: From Questionnaires

Table 4.4 above reveals the year of respondents in the company. Five respondents
representing Five percent (5%) of the respondents who have stayed less than Ten years while,
Ninety-Five (95) respondents representing Ninety-Five percent (95%) of the respondents have
stayed more than Ten years. This category 95% has adequate knowledge of Assessing
Environmental Management Accounting of NNPC. Therefore, the information sourced is reliable
and relevant.

Position of Respondents

TABLE 4.5 RESPONDENTS'POSTIONS

Positions Frequency Freq.Percentage

Environmental Mgr. 28 28

Fin./Mgt Accountants 59 59

Production Mgr 13 13

Total 100 100

SOURCE: From Questionnaires

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From Table 4.5 above, it can be seen that, Twenty-Eight respondents (28) representing Twenty-
Eight percent (28%) of the respondents are Environmental Managers, 59% of respondents are
Financial/Management Accountants and 13% of the respondents are Production Managers. 100%
respondents comprises of those who have working experience in the company such as, the Chief
Executives Officers; the Chief Operating Officers; the Chief Financial Officers; Strategic Planning
coordinators and the Board of Directors. It is group of those that are taking part in strategic
management framework of the organization suchlike strategic vision, mission statements,
corporate objectives, corporate targets, strategic planning process, strategy implementation and
monitoring. Therefore, 100% of the respondents have sound knowledge of Environmental
Accounting in NNPC and its impact on the operations, activities and performance. Thus, the
information sourced is reliable and relevant.

Hypothesis testing

Statistical method employed in a research project among other functions is to estimate the
validity and reliability of specific prediction or hypothesis. There are different statistical methods,
but for the purpose of this study Chi-square method denoted by the

Greek letter X2 is employed. It could be computed by using

X2 = ∑ (O-E) 2

Where „O‟ is actual or observed frequency. „E‟ is expected frequency X2 is chi-square.

Hypothesis one

Q1 Ho::NNPC does not identify, collect and analyze physical information on the use, flows and
destinies of energy, water, material (including waste) for internal decision-making

H1: NNPC identifies, collects and analyzes physical information on the use, flows and destinies of
energy, water, material (including waste) for internal

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TABLE 4.4.1
Observed N Expected N Residual
1 14 120.0 -106.0
2 43 120.0 -77.0
3 83 120.0 -37.0
4 311 120.0 191.0
5 149 120.0 29.0
Total 600

Test Statistics

Q1
Chi-
465.467
Square(a)
df 4
Asymp. Sig. .050
a 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is
120.0.

Decision: In line with the decision rules stated earlier. The Null hypothesis (Ho) should be
rejected as the calculated X2 value is greater than the critical value. From the Table 4.4.1, the
calculated value 465.467 is greater than critical value 9.488 at 5% level of significance with 4
degree of freedom. Thus, the Alternative Hypothesis, “Nigeria National Petroleum Corporation
(NNPC) identifies, collects and analyzes physical information on the use, flows and destinies of
energy, water, material (including waste) for internal decision-making “is accepted.

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4.4.2 Hypothesis II (two)

Ho: NNPC does not identify, collect and analyze monetary information on environment-related
costs, earning and savings for internal decision making.
H1: NNPC identifies, collects and analyzes monetary information on environment-related costs,
earning and savings for internal decision making.

Chi-Square Test

Frequencies
Q2
TABLE4.4.2.
Observed N Expected N Residual
1 25 160.0 -135.0
2 47 160.0 -113.0
3 106 160.0 -54.0
4 324 160.0 164.0
5 298 160.0 138.0
Total 800

Test Statistics

Q2
Chi-
499.063
Square(a)
df 4
Asymp. Sig. .050
a 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is
160.0.
Decision:

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In line with, the decision rules stated in section 4.1. The Null hypothesis (Ho) should be
rejected because, from the above Table 4.4.2, the calculated x 2 value 499.063 is greater than the
critical value 9.488 at 5% level of significance with 4 degree of
a) freedom (DF).Thus, the alternative hypothesis “NNPC identifies, collects and analyzes
monetary information on environment-related costs, earning and savings for internal decision
making is accepted.

Hypothesis iii (three)

HO: NNPC does not report environmental risks and performance information to its internal and
external stakeholders
H1: NNPC reports environmental risks and performance information to its internal and external
stakeholders

Q3
TABLE 4.4.3
Observed N Expected N Residual
1 38 180.0 -142.0
2 63 180.0 -117.0
3 64 180.0 -116.0
4 371 180.0 191.0
5 364 180.0 184.0
Total 900

Test Statistics

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Chi-
653.589
Square(a)
df 4
Asymp. Sig. .050
a 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is
180.0.

Decision:

In line with the decision rules stated in section 4.1. The Null hypothesis (H 0) should be
rejected because, from above Table 4.4.3,the calculated x2 value 653.589 is greater than the critical
x2 value 9.488 at 5% level of significance with 4 degree of freedom (DF).

Thus, the alternative hypothesis “NNPC reports environmental risks and performance
information to its internal and external stakeholders” is accepted.

Summary of Findings
The study supports the proposition that NNPC identifies, collects and analyzes physical
information on the use, flows and destinies of energy, water, material (including waste) for internal
decision-making. It also supports the fact that NNPC identifies, collects and analyzes monetary
information on environment-related costs, earnings and savings for internal decision making.
Furthermore, the third alternative hypothesis that is NNPC reports environmental risks and
performance information to its internal and external Stakeholders.
This result represents the opinion of NNPC managers as operator of EMA records. Their
opinion may be bias to some extend as insiders. It is suggested that a further study involving the
view of third party like NNPC‟s external auditors may be necessary for balanced result.

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